AGILE PROJECT MANAGEMENT Cydne Zabel, INFX 543 Winter 2009

Introduction Agile Methodology – Typically applied to the world of software development – Work is done in short cycles that yield a functional product at the end. – The process is adaptive and gives teams opportunity to assess how software will be most useful/marketable to users.

Introduction

Lack of alignment between project management and agile methodologies. – Perceptions of traditional management practices cast a shadow – Rigid hierarchical structures normally associated with management make agile methodologies seem “chaotic.”

Introduction Complex Adaptive Systems – Collective behavior of living systems in nature Self-organized Collective intelligence that is “greater than the sum of its parts” – Applied to management Managers are given a framework, establish rules Flexible, not rigid Promotes an adaptive environment, constant feedback, collaboration

The Problem Project Management as Uninspired Taskmaster – Plan, plan, plan some more – Huge costs – Lack of customer feedback – Potential for failed product – Not ideal for the technical community

The Solution Project Manager as Visionary Leader – More focus on being a leader, less on being a “taskmaster” – Agile methodology is largely developer- centered, but benefits from a strong leader – Keeps teams in line with the vision of the project, inspires, provides support and promotes collaboration

The Means: an Agile Project Management Framework The Team as a Complex Adaptive System – “Working masses” have been replaced by skilled knowledge workers – Fundamental ideas of complexity Living systems are complex Governed by simple, localized rules System can undergo spontaneous self- organization Self-organizing systems are adaptive Patterns emerge that overlay individual behaviors Systems co-evolve with their environment

The Means: an Agile Project Management Framework CAS-based Project Framework – Six practices for Managing Agile Development Project Guiding Vision Teamwork and Collaboration Simple Rules Open Information Light Touch Agile Vigilance

The Means: an Agile Project Management Framework Guiding Vision – “ Establish a guiding vision for the project and continuously reinforce it through words and actions.” – Non-material fields exert force on material objects – In a similar fashion, the intangible parts of a project exert force on tangible ones – Agile project managers can influence and guide a team by defining and sustaining a vision – Keep a focus on the “big picture,” rather than micromanaging the parts

The Means: an Agile Project Management Framework Teamwork and Collaboration – “Facilitate collaboration and teamwork through relationships and community.” – Project managers should get to know individual members of the team – Team members should be encouraged to get to know each other – Encourage open lines of communication – Hold regular planning sessions – Monitor team dynamics

The Means: an Agile Project Management Framework Simple Rules – “Establish and support the team’s set of guiding practices.” – Provide a flexible framework for the team to work within – Encourage team members to try practices they are doubtful about – Enough rules to keep everyone on the same path, but not so many as to curb creativity or stifle new ideas

The Means: an Agile Project Management Framework Open Information – “Provide open access to information.” – Information must be free-flowing for the team to be adaptive – Use techniques to foster information sharing Place team members in close proximity Have daily meetings to share information Make use of bulletin/whiteboards Bring project sponsors into the project room instead of a conference room

The Means: an Agile Project Management Framework Light Touch – “Apply just enough control to foster emergent order.” – Increased control does not equal increased order – Apply just enough control – Relinquish some control to allow room for adaptation – Empower the team to function on its own – Have the ability to step back from the team

The Means: an Agile Project Management Framework Agile Vigilance – “Constantly monitor and adjust.” – “Like herding cats” – Don’t micromanage – Being observant, seeking feedback – Watch and listen – Constantly reinforce the other five of the six practices

Conclusion Project Managers: there is a place for you in Agile Methodology!